Universe of Information
Stored in this Portal
Portal Library of
- Personal and professional goals achievement
- Improved personal leadership, including work / life balance
- Increased accountability and focus
- Improved self-awareness and perspective
- Growth in leadership competency and capacity
- Better systems for priority management
Matters reserved for the Board
Matters required, or that in the interests of a co‑op, can be decided only by the Board as a whole.
Corporate Governance - Board of Directors
Self Assessment Workbook
BOARD GOVERNANCE - THE FRESHMEN CLASS OF Directors
Welcome to the board! While you may feel like the new guy on the block, nearly every board has a class of "freshmen directors." Most organizations stagger board terms for consistency, transition of projects, and essential knowledge transfer. Here are some fundamentals of board service worth knowing at the start:
Need a governance tune up – Quick Awesomely simple tips
None of you look good in an orange jumpsuit even though orange is the new black
Building a Productive Board
The steering committee is the first formal group to work toward the formation of a co-op. At the time of incorporation, an interim board of directors is chosen to take over the decision-making that determines the direction of the co-op. At the first general membership meeting, an official board of directors is elected. Tasks for all of these groups unfold at a rapid rate. There is always too much to do, and not enough easy information. Each of these groups builds on the work of the group before it, and benefits from the same group process skills. Some key elements of board process can make the job of an active board easier.
Delegating Tasks and Carrying Out Decisions
An important part of decision-making involves determining how a decision will be carried out. This requires the delegation of responsibilities. A democratically run building will have all tenants involved at one time or another performing some task, no matter how small. It is a way for tenants to show their support and commitment
code of governance
The principles of good governance for housing co-ops Governance is the task of defining the goals and standards of an organization and ensuring that there are effective management and other structures that will enable the organization to achieve those goals and standards.
Curbing Mission Creep and Micromanagement
Mission creep and micromanagement are disorders of a board. The symptoms and cures are different. Both create disruption in an organization.
Due Diligence for Directors
Directors of co-operatives are required to exercise reasonable care, skill and diligence. This guidance note follows the recommendations set out in the FRC Guidance on Board Effectiveness. A prospective director (whether elected or appointed) should undertake his/her own thorough examination of the co-operative to satisfy themselves that it is an organization in which they can have faith and in which they will be well suited to working, and being involved, with.
Four Pillars of Cooperative Governance
Great leaders demonstrate how to be a force for good in local communities and beyond. Our cooperative heroes—the Rochdale Pioneers—were striking weavers who opened a grocery co-op in 1844 in Rochdale, England, to help themselves and others get free from indebtedness to the company store.
Comparing Nonprofit and Cooperative Entities
Nonprofit or cooperative? Questions about the differences between these two types of legal entities are often part of early cooperative development discussions. These questions may come up when groups are looking at start-up financing. Grants and donations might be considered as a source of low or no-risk seed capital, and an entity must have a nonprofit tax-exempt status to be eligible. Future tax liabilities of the new organization also may be a concern.
5 tips for an effective annual association meeting
Annual association meetings are one of the cornerstones of association life. While monthly board meetings might draw a handful of people. You usually will see a couple dozen at the annual meeting.
RECOMMENDED GOVERNANCE PRACTICES
The nonprofit boards best equipped to lead their organizations are self-aware, function in constructive partnership with their chief executives, and are committed to continually improving their performance. Boards can improve their effectiveness by the intentional adoption of good governance practices. Recommended Governance Practices reflect decades of experience working with tens of thousands of board leaders and conducting extensive research on board practices. The practices articulate a roadmap for boards toward becoming a strategic asset for their organization, and are arranged in three categories: Essential Practice, Leading Practice, and Compliance Practice.
SHAREHOLDER RIGHTS AND RESPONSIBILITIES
Being a shareholder comes with unique rights, responsibilities, and privileges
TERM LIMITS: THUMBS UP? THUMBS DOWN?
Nonprofit boards have been debating the pros and cons of term limits for many years. If your board has not embraced term limits (and we recommend you do), perhaps the time is now for your board to revisit the topic. This infographic is designed to help you tee-up the conversation.